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A Quick Guide to Blooms Taxonomy

A Quick Guide to Blooms Taxonomy | Organisation Development | Scoop.it
I don' think you would want to miss the graphic below, that 's what I thought to myself when I first came across it in elearning industry.I must acknowledge that this one here is one of the best...

Via Jon Samuelson, Christine Heine
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Useful and all in one place...

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Organisation Development
Developing healthy organisations
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The Gender Drain –Why High Potential Female Talent are Turning to Small Business | LinkedIn

The Gender Drain –Why High Potential Female Talent are Turning to Small Business | LinkedIn | Organisation Development | Scoop.it
Whilst the board representation is important the lack of senior women in key management personnel roles is crucial and I believe where the real work needs to be done.

Hundreds of conversations with women of all generations and professions have led me to build my own ideas about what is really going on.

A lack of strong and inspiring role models
Too much actual and assumed sacrifice required to succeed
A lack of confidence or self belief
David Hain's insight:

'32 per cent of Australian small businesses are run by women and the number is growing.' SMEs gain at the expense of large orgs? Yep!

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The New Science of Building Great Teams

The New Science of Building Great Teams | Organisation Development | Scoop.it
Just by looking at the sociometric data, we’ve been able to foretell which teams will win a business plan contest.
David Hain's insight:

MIT Human Dynamics bring the detail of great teamwork together with precise observations.  Meet the 'charismatic connectors'.

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Knowledge Management: A Key Element to Your Talent Strategy

Knowledge Management: A Key Element to Your Talent Strategy | Organisation Development | Scoop.it
We all know that talent development is a multifaceted process. Training is certainly one of the major ways we deliver new skills and knowledge to employees, but it’s becoming quite apparent that training can’t do it all. If employees required training—including e-learning—to learn everything they needed to know to be successful on the job, they would be in class all the time! 
The reality is that people only learn about 10 percent of what they need to know through courses. Another 20 percent of learning occurs through coaching and mentoring with peers and experts. However, a whopping 70 percent of learning takes place on the job through a variety of approaches that enable employees to access information during the moment of need. 
This is where knowledge management comes into play. With so much dynamic information available and so little time to learn, we must be much more proactive in how we deliver the right content, at the right level of detail, to the right people, at precisely the right time.
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Employees behaving badly: The top 10 unethical workplace behaviours

Employees behaving badly: The top 10 unethical workplace behaviours | Organisation Development | Scoop.it
Employees behaving badly: The top 10 unethical workplace behaviours

Via Roger Francis
David Hain's insight:

Hard to look at this list honestly and make excuses. Maybe it should be lasered into a mirror?

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Roger Francis's curator insight, November 23, 4:56 AM

Squirmy bottom time.

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Customer Service Isn't Personal if it Isn't Based on Trust

Customer Service Isn't Personal if it Isn't Based on Trust | Organisation Development | Scoop.it
When you’re browsing for a deal online or in a store, what’s more likely to resonate with you: a product you remember from a commercial, an online ad that blares its corporate messaging at anyone who's paying attention, or an item you’ve heard of through one of your friends or family members? If your preference leans toward the recommendations of your personal network, you’re in the company of 84 percent of respondents to Nielsen’s recent “Trust in Advertising” report. What’s more, Forrester finds that merely 15 percent of people trust online advertising, or feel that companies generally tell the truth in ads.
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Clay Christensen on Peter Drucker

Clay Christensen on Peter Drucker | Organisation Development | Scoop.it

e Managers today know that their enterprises depend on frequent, important innovation, but they lack good frameworks and tools to act on that recognition. Management science as it is taught today and embedded in firms’ structures and processes still assumes that the introduction of a new offering – let alone a new business model – is the exceptional event and not the norm.



Via Kenneth Mikkelsen
David Hain's insight:

One of today's business gurus on another.  Double bubble!

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Kenneth Mikkelsen's curator insight, November 11, 3:47 PM

Great points by Clayton Christensen: 


My observation of what’s happened is that, today, the people convened for that senior executive meeting all have different languages that they speak. One speaks finance, one speaks HR, one speaks operations, and so on. They have discovered that, if they translate all of their initiatives into numbers, then everyone can talk about them.


When you put the agenda together, all of the options that people need to decide upon are translated into numbers. And so the evaluation of the ideas quickly turns into a review of how good the numbers look, as opposed to being a substantive discussion about things that are not known.


The fork in the road for managers is this: if finance, which has been the kingpin for the last fifty years, is no longer the kingpin, what will be? The only viable alternative is talent, so that managers must learn better how to help people become more capable.



Sandeep Gautam's curator insight, November 23, 12:51 AM

Talent (or people focus) will replace numbers (or financial focus) in the new lingua frnca of the executives.

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What Makes Employee Resilience Possible

What Makes Employee Resilience Possible | Organisation Development | Scoop.it
Allostasis is the process by which we maintain internal physiological stability in the face of demand and change. Allostatic overload occurs when demand exceeds our capacity. The consequences include breakdown, burnout, illness and even death. In Japan, the ultimate consequence of excessive physical, emotional or mental stress in the workplace has been given a name — karoshi — which literally translates as “death by overwork.”

The inescapable fact is that human beings aren’t designed to work continuously, for long hours, or to do multiple things at the same time. We’re at our best when we pulse between spending and renewing our energy. Just think about breathing. It’s not enough to be good at inhaling.
David Hain's insight:

A persuasive plea from Tony Schwartz to open up the Human Age at work.

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Big Data: Revealing Everything About Employees? | LinkedIn

Big Data: Revealing Everything About Employees? | LinkedIn | Organisation Development | Scoop.it
Employees are both a business’s greatest asset and its greatest expense. So hitting on the right formula for selecting them, and keeping them in place, is absolutely essential. One company offering unique solutions to help others tackle this challenge is Evolv, and in this post I will give a brief overview of what they do, and why it’s an important – but maybe also controversial - example of big data analysis driving business growth.

Evolv is a software tool which helps assess and understand employees and candidates by crunching half a billion data points on everything from gas prices, unemployment rates and social media use.
David Hain's insight:

The dilemmas of using big data to extrapolate predictive employee behaviour.

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The 'Silver Tsunami': Why Older Workers Offer Better Value Than Younger Ones

The 'Silver Tsunami': Why Older Workers Offer Better Value Than Younger Ones | Organisation Development | Scoop.it
Just a decade ago, experts warned of labor shortages in the United States and other countries as the baby boomers marched into retirement en masse. But with an aging population facing the prospect of living for decades on shrunken retirement funds, graying individuals plan to keep on working.

This “silver tsunami” has received a mixed response in the workplace. On the one hand, many employers have been slow to adapt to the changing needs of older workers and perceive them to be costly and troublesome to hire. Data show that people over the age of 55 find it harder to land jobs than their younger counterparts, even though age discrimination is illegal in many countries. On the other hand, some far-sighted companies around the world are working to recruit, retrain and otherwise engage older workers.

Via Vicki Kossoff @ The Learning Factor
David Hain's insight:

I'd hate to think this was an either/or choice.  Plenty of room for both old and young!

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Laura Rosillo's curator insight, November 20, 3:05 AM

agregar su visión ...

Sebastian Jacquin's curator insight, November 20, 3:55 AM

Great article. I wish companies would embrace the chance to employ "older" employees in Belgium and benefit from their experience. Everyone is chasing young graduates with Master's degree and ignoring and whole other section of potential candidates.

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The POSITIVE Model of Coaching: Getting People Excited About Their Goals

The POSITIVE Model of Coaching: Getting People Excited About Their Goals | Organisation Development | Scoop.it
POSITIVE is a framework that helps team members develop goals that they'll be excited about in the long term, and identifies the support they'll need.

Via the Change Samurai
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Establishing a company culture | Training Journal

Establishing a company culture | Training Journal | Organisation Development | Scoop.it
Susie Finch looks at the story of a company who help to facilitate change using eLearning

Via Roger Francis
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On Leadership, Visionaries and Entrepreneurship: Henry Ford

On Leadership, Visionaries and Entrepreneurship: Henry Ford | Organisation Development | Scoop.it
Henry Ford is considered one of America’s foremost industrialist who shaped and influenced the entire globe. His leadership forged so many aspects of everyday life, that it is hard to image a world without his impact.
David Hain's insight:

His legacy lives on in the Ford Foundation - reimagining capitalism.  http://www.fordfoundation.org/ford-forum/rajiv-joshi-on-reimagining-capitalism.html

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Trust As The Differentiator Wow ....

Trust As The Differentiator  Wow .... | Organisation Development | Scoop.it

What if transparency and trust were truly seen as differentiators in the workplace? What could it do for attracting top talent for business growth? What would it look like, and what would it mean?


Via Alexander Crépin
David Hain's insight:

How about trust as your operating system? #RelationshipCapital @StandardOfTrust @Barbara Kimmel

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Why Middle Managers Are So Unhappy

Why Middle Managers Are So Unhappy | Organisation Development | Scoop.it
Who are the unhappiest among your workers? And what’s driving them crazy? They may not be who you think they are. They aren’t who we would have thought.

To find out, we gathered data from the most unengaged and uncommitted employees from more than 320,000 employees in a variety of organizations. We then identified those employees whose engagement and commitment scores were in the bottom 5% and compared the responses of these 15,729 unhappy souls to the rest.

You might think these would be the people with poor performance ratings or the ones in over their heads – people with inadequate training, education, or experience for the job. Or perhaps they’re the ones who haven’t been on the job long enough to decide they’re a bad fit and move elsewhere.

But when we examined the demographic characteristics of these employees, we found instead that they could best be described as those “stuck in the middle of everything.”
David Hain's insight:

Engagement bombshell! 'Unhappiest people at work are good, steady performers' ~ Zenger Folkman research.

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How to Create Future-Proof Leaders

How to Create Future-Proof Leaders | Organisation Development | Scoop.it

According to Les McKeown, many leadership development programs begin on the basis of asking the wrong question.


In this short article he explains what the fundamental is flaw is that apparently occurs much more often than any other. Clue: developing leaders is about preparing fro the future not the present.


Via Matthew Farmer
David Hain's insight:

How are you framing leadership development in your organisation? Good question...

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Matthew Farmer's curator insight, November 25, 2:27 AM

This goes to show how some simple base assumptions, when incorrect can be at the root of a lot of problems. The answer to the question, "what skills, behaviours and attitudes do leaders need, in order for this organization to succeed in the future?" could be very different to the question, "what skills, behaviours and attitudes do leaders need, in order for this organization to succeed now?"

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Leader Harbor: People Analytics: Good or Bad for You?

Leader Harbor: People Analytics: Good or Bad for You? | Organisation Development | Scoop.it

ughtful piece about the benefits and The application of  Big Data to Human Resources is transforming how companies hire, fire, and manage performance. The emerging practice of People Analytics allows companies to vet millions of resumes in a split second or monitor every moment of their people's lives. A great advance for unbiased performance management or a disastrous turn toward Big Brother?

David Hain's insight:

Thoughtful piece about the benefits and possible dangers of using big data more extensively.

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Learning = Sustainable Avantage

Learning = Sustainable Avantage | Organisation Development | Scoop.it
Old-school competitive advantages that depend on all-knowing leaders and better mousetraps are dead. In today’s competitive, rapidly evolving global marketplace, says Professor Edward D. Hess, the only way to develop and sustain a competitive advantage is to create a “learning organization.” Here, Hess explains what that means and shares four key points to keep in mind as your company makes the transition.
David Hain's insight:

To be a learning organisation starts at the top.Good intentions are not enough. Behaviors are what count.

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13 Scary Statistics on Employee Engagement

13 Scary Statistics on Employee Engagement | Organisation Development | Scoop.it
The infographic that we put together has some pretty shocking statistics in it, but there are a few common themes. Employees feel overworked, overwhelmed, and they don’t like what they do. Companies are noticing it, with 75% of them saying they can’t attract the right talent, and 83% of them feeling that their employer brand isn’t compelling. Companies that want to fix this need to be smart, and patient. This doesn’t happen overnight, but like I mentioned, it’s easy to do. Being patient might be the hardest thing for companies, and I understand how frustrating it can be not to see results right away, but it’s important that you invest in this, because the ROI of employee engagement is huge.

Here are 4 simple (and free) things you can do to get that passion back into employees. These are all based on research from Deloitte.
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Sandeep Gautam's curator insight, November 23, 12:59 AM

The widespread problem of employee management and how small steps can address the same.

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Corporate training is broken; so why are you still doing it? | Training Journal

Corporate training is broken; so why are you still doing it? | Training Journal | Organisation Development | Scoop.it
The annual UK spend on training has been estimated at around £50bn and yet much of this is wasted because it doesn’t result in behavioural change in the workplace.

In this article, I will ask why little is changing and what the L&D and training profession can do to remedy it.
David Hain's insight:

"We need to look differently at training – not as a single event but a learning journey of which the event is just part." ~ Libby Drake. Couldn't agree more!

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Leaders, Don't Let Knowledge Walk Out the Door

Leaders, Don't Let Knowledge Walk Out the Door | Organisation Development | Scoop.it

I visit a local bakery every Friday afternoon to purchase Challa bread, a sweet egg bread that just seems to go well with just about every meal. I've been buying a loaf there, each week, for years. Unfortunately, of late, the quality just hasn't been there. We've noticed the bread is not as it should be — and oddly doughy at the center. It was such a surprise when this began to occur. We realized this was a sign that something was off-track.

 The root of the problem began with a personnel change in the bakery — as a highly experienced baker left quite suddenly. With her, left all of the subtleties of the trade that were so important to continued excellence. Sadly, her legacy was lost.

This is an issue that organizations both large and small, must address. How do we effectively capture all of what our valued employees know — all of the strategies and nuances that set them apart as contributors? How do we ensure that this information can be shared going forward? How do we, as individuals, leave our own mark?

David Hain's insight:

The importance of legacy, and good ideas to create it. How solid is your corporate memory?

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Dixie Binford's curator insight, November 24, 9:48 AM

This is especially true for the Education industry in the coming years.  We have the Baby Boomers leaving the field with a great deal of expertise.  How can we draw on those experiences and leave the job of education in good shape?  What systems to we have in place to transmit that knowledge to the next generation?

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5 HR Department Roles for Successful Employee Engagement

5 HR Department Roles for Successful Employee Engagement | Organisation Development | Scoop.it
Over the past couple weeks I’ve been talking about how employees can make themselves more enageable, what line managers can do to engage their teams and what CEO’s should to to engage the company…

Via Stefano Principato
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Organizational Evolution: Are you ready? | OCAI online

Organizational Evolution: Are you ready? | OCAI online | Organisation Development | Scoop.it
Self-management, wholeness and evolutionary purpose is what “new organizations” offer their employees - it’s a whole new way of organizing and collaborating that is emerging around the globe. The mainstream organizations are still those well-known decors of Dilbert-like situations. But "new organizations" are doing it differently. And they aren’t just start-ups of hopeful hippies. They are impressive organizations who have been around for a while - but many of them went unnoticed until now.
David Hain's insight:

From wolf packs to families - is the next age the Authentic Age?

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Dialogue - the key to engagement

Dialogue - the key to engagement | Organisation Development | Scoop.it
In his new book, 'Strategic Internal Communication', author David Cowan captures why creating dialogue pays dividends in the networked era. 


"Dialogue does not need to be constrained to a single issue or strategy; it can feed into the bigger picture," - so argues David Cowan in his new book.
What I liked of 'Strategic Internal Communication', is the emphasis Cowan puts on connections, interactions and relationships to build new knowledge and understanding inside the organisation. The process is not easy and "we have to be prepared for difficult conversations." However, when constructive dialogue is created, the result is a more engaged and productive workforce.

Via Gloria Lombardi, steve batchelder
David Hain's insight:

'Most organisations are still using 20th-century approaches to communicate to a 21st-century workforce.' ~ Gloria Lombardi

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Travis Bontrager's curator insight, November 17, 1:05 PM

Effective communication with clients is the most critical factor separating successful sales professionals from average. Being bold and picking up the phone to discuss an uncomfortable situation with your client is hard to do. It's time to recognize that sales is a "big boy" game and you have to get comfortable being uncomfortable. Start communicating well with your clients.

 

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Three Key Issues The Drucker Forum Should Address

Three Key Issues The Drucker Forum Should Address | Organisation Development | Scoop.it
“We have arrived at a turning point,” says the launch abstract of the Global Peter Drucker Forum 2014. “Either the world will embark on a route towards long-term growth and prosperity, or we will manage our way to economic decline.” We believe the three most important issues that the Forum should address are:

Should firms make the shift from the goal of maximizing shareholder value as measured by the current stock price to a principal focus on adding value to those for whom the work is being done?
Should organizations make the shift from the practices of hierarchical bureaucracy to the collaborative leadership and management practices of the Creative Economy?
Should organizations make a shift from metrics that reflect narrow financial goals to metrics that reflect contributions to prosperity of individuals, organizations and society, for achieving both purpose and profit?
David Hain's insight:

Time for human centred and co-created management models and operating systems?  Hope so...

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Whole Foods Market Relies on Storytelling to Feed Its Customers Trust

Whole Foods Market Relies on Storytelling to Feed Its Customers Trust | Organisation Development | Scoop.it

Company values are everything. As global marketing director for Whole Foods Market Scott Simons puts it, “Values and value are inseparable.” They comprise the very DNA of an organization and set the bar for what customers can expect from a brand. 

To convey its commitment to quality, standards, and taste—and ultimately to distinguish itself as the leader in the grocery industry—Whole Foods Market used poignant storytelling in its first national brand campaign, entitled “Values Matter.”

Although Simons says that Whole Foods Market had been “quietly telling our story for decades”—such as through community activations, grass roots partnerships, and public relations—the company decided to debut its first national brand campaign on October 20 based on store development and a strong desire to differentiate itself from competitors.

David Hain's insight:

The power of storytelling.“We are a trusted source as a retailer,” Whole Foods says. “Therefore, we're a trusted source as a content provider. You can't do one or the other.”

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